Provider Profiles
Glenmede
| Profile | |
| Business Model§ | OCIO only |
| Year Entered Into OCIO Business | 1978 |
| No. of Relationship Managers/Salespeople | 9 |
| No. of OCIO Portfolio Managers | 4 |
| OCIO % of Total Firm Revenue | 25% |
| No. of Clients, Full Discretion | 256 |
| Full Discretionary Assets | |
| Total Full Discretionary OCIO Assets | $11.4b |
| Discretionary Assets by Fund Type | |
| Defined Benefit | |
| 401(k), 403(b), Other DC | |
| Endowments/Foundation | $11.4b |
| Healthcare Pools (Board designated, funded depreciation) | |
| Other |
| Portfolio Construction |
| Clients are not expected to fit into a pre-designated model or strategy. We implement asset allocations as detailed in the following steps: 1. Confirm the objectives, constraints, distribution needs and risk tolerance outlined in the IPS. 2. Apply capital market assumptions, determine favored asset classes and develop appropriate and reasonable constraints. 3. Develop asset mixes using efficient frontier analyses. 4. Test asset mixes in an interactive asset allocation model, using various assumptions that can be stress-tested. 5. Develop recommended asset class allocations and investment styles. 6. Determine portfolio transition strategy. 7. Select investment managers who fit the parameters of the IPS and Glenmede's best thinking. |
| §OCIO only: Open-architecture (no proprietary products used): Investment outsourcing is only business line. OCIO + other: An open-architecture/manager-of-manager investment outsourcing platform as one of multiple business lines. Implemented consulting: i.e. consulting firm that also has discretion over assigned assets. Proprietary/non-proprietary: An investment outsourcing platform that offers proprietary products alongside non-proprietary products. |